Escolar Documentos
Profissional Documentos
Cultura Documentos
NITK, SURATHKAL
Page 1
NITK, SURATHKAL
Page 2
If it is 0, you are right on schedule. If it is negative, you are behind schedule. If it is positive, you area ahead of schedule. Schedule Performance Index (SPI) = BCWP / BCWS
If it is 1, you are right on schedule. If it is less than 1, you are behind schedule. If it is greater than 1, you are ahead of schedule. Cost Variance (CV) = BCWP - ACWP
If it is 0, you are right on budget. If it is negative, you are over budget. If it is positive, you area under budget. Cost Performance Index (CPI) = BCWP / ACWP
If it is 1, you are right on budget. If it is less than 1, you are over budget. If it is greater than 1, you are under budget.
NITK, SURATHKAL
Page 3
NITK, SURATHKAL
Page 4
where EAC is the amount we estimate we will spend. Looking closely we see that the numerator is how much work is left to do and the denominator is how much we have left to spend. Note too that if EAC is simply IEAC, then the TCPI is the same as the CPI - i.e., it indicates that if we do not change our performance, IEAC is the correct estimate of our final cost. I mentioned two indices. A schedule index can also be developed.
NITK, SURATHKAL
Page 5
Micro Schedule is the locallymanaged schedule, defined by those doing the work
Figure 1 - EVA Micro Schedule The micro schedule represents the work tasks ("inchstones") required to do the job as well as who is assigned to do each task and their estimates of the effort required. Each task must have: objective completion criteria so you really know when they are done; "budgets" or "values" (usually represented as person days of effort or dollars of cost); planned completion dates so you know when you expect them to be done.
NITK, SURATHKAL
Page 6
Table 1 illustrates a typical micro schedule: Table 1 - Micro Schedule for Coding Phase, Project XXX Estimated Effort Planned Task Set Up Get Specs Design Output Plan Tests Write Code Unit Test Integrate Beta Test TOTAL (work days) 3 2 10 3 5 3 2 3 31 Completion Date (week #) 1 2 5 6 7 8 9 10 Responsible Software Developer(s) Joe Mary Pete & Joe Joe Mary Joe Mary Pete
(The approach illustrated above relies on the judgment of the participants but if the organization is at SEI CMM level 1 or 2, it may not utilize any information from past projects other than the experience of the participants. In an organization at CMM level 3, the micro schedule might be defined by using the organization's (tailored) process. At level 4 or higher, it might be defined by using the process, the judgment of the participants, and past performance data.)
NITK, SURATHKAL
Page 7
Table 2 - BCWS for Coding Phase, Project XXX Shorthand BCWS Week 1 2 3 4 5 6 7 8 9 10 Total Value that we Plan to Earn by That Week (Total/week #) 3 3 5 6 7 (*) 9 11 (*) 12 15 15 18 19 23 22 26 25 28 28 31 31 (*) Assumes partial progress on design output task
Table 3 - Earned Value Data, Week ending Oct 29, 1999, Project XXX Task Set Up Get Specs Design Output Plan Tests
NITK, SURATHKAL
% Complete 100 50 25 0
5 3 2 3 31
0 0 0 0
0 0 0 0 6.5 (BCWP)
BCWP or earned value is the total of the earned column on the right hand side. Table 3 is recomputed each week, whereas tables 1 and 2 need only be done once. BCWP will increase each week as the project progresses. At any given week, you have the BCWS from table 2 and the BCWP from table 3. ACWP is whatever number of person-days of work have actually been paid for. This is simply the week number multiplied by 5 (total days worked) multiplied by the number of people, if everyone works full time on just this project. If people share their time between projects or work on non-project activities, their actual work hours spent on the project must be determined proportionally.
Page 9
ISAC = 10 / SPI = 10 / 0.928 = 10.7 work weeks In short, your project looks like it will come in about a week late and 35% over budget. What should you do now? At this point, things look pretty dismal for meeting the cost budget. You need to ask yourself these questions: Why is it taking more effort than planned? Did they underestimate the job? Are they losing too much productivity because they are being shared between this project and something else? Were there unforseen obstacles and, if so, have they been corrected? Is there some other reason? Was work performed on other tasks, but not enough to claim partial credit yet on table 3? Maybe things arent quite as bad as they look. The key point here is that EVA enables you to spot a potential problem early in the project and do something to correct the situation. You can also re-estimate the total project duration and cost at this point, or negotiate changes in the project with your management.
Page 10
results from the fact that the schedule estimates are based on budgets rather than independent evaluations of the schedule.
NITK, SURATHKAL
Page 11
This is harder to do and many accounting systems do not have a mechanism for keeping track of the necessary information. Further definition can be found in (Hudec, 1996) in the references.
7.0 CONCLUSIONS
NITK, SURATHKAL
Page 12
Thus, Earned Value Management is a program management tool that integrates the technical, cost, and schedule parameters of a contract. During the planning phase, an integrated baseline is developed by time phasing budget resources for defined work. As work is performed and measured against the baseline, the corresponding budget value is earned. From this earned value metric, cost and schedule variances can be determined and analyzed. From these basic variance measurements, the program manager (PM) can identify significant drivers, forecast future cost and schedule performance, and construct corrective action plans to get the program back on track. EVM therefore encompasses both performance measurement (i.e., what is the program status) and performance management (i.e., what we can do about it). EVM is program management that provides significant benefits to both the Government and the contractor.
8.0 References:
NITK, SURATHKAL
Page 13
1. Earned Value Management implementation guide, Department of Defense, United States of America 2. Defence Contract Management Agency, Department of Defence 3. Earned Value Analysis in the control of Projects ricardo viana vargas, msc, pmp 4. Practice standard for Earned Value Management; Project Management Institute, inc 5. Earned Value Management (evm) techniques for engineering and prototype production activities 6. A gentle introduction to Earned Value Management Systems, nlwot ridge consulting 7. Tutorial on Earned Value Management Systems, dennisj.frailey 8. http://www.pmi.org/
NITK, SURATHKAL
Page 14